加上2020年袭卷全球的新冠肺炎，使得企业停工停产，全球经济增速缓慢，

加上2020年袭卷全球的新冠肺炎，使得企业停工停产，全球经济增速缓慢，一度加大了银行的不良资产，信贷风险管理显得万为重要。<br>本文以正在转型中的Z城商行为例，通过实地走访，查阅相关资料，调查了解Z城商行的基本情况、公司业务信贷风险的表现形式和管理方法的现状。在实地的调查了解过程中，发现其主要存在：定位不准确、信贷结构不合理、审批标准不一致、员工未尽职调查等4个问题，造成这些问题的原因主要是内外6个因素：第一，管理人员缺乏市场经验；第二，信贷风险管理制度不完善；第三，信贷风险预警系统不发达；第四，员工专业度匮乏；第五，信息不对称；第六，监管滞后。<br>最后，根据Z城商行自身存在的问题提出相应的策略：一是明晰市场定位，谋划长期发展；二是完善内部管理，严防风险漏洞；三是增加技术壁垒，建设风险防火墙；四是加强管理，提升员工素质；五是加大违规惩罚力度；六是加强清收，降低不良率。通过以上六大措施，以期为Z城商行降低不良率，提升信贷资产质量，及其公司业务的健康、持续、稳定发展提供帮助。

加上2020年袭卷全球的新冠肺炎，使得企业停工停产，全球经济增速缓慢，一度加大了银行的不良资产，信贷风险管理显得万为重要。<br>本文以正在转型中的Z城商行为例，通过实地走访，查阅相关资料，调查了解Z城商行的基本情况、公司业务信贷风险的表现形式和管理方法的现状。 在实地的调查了解过程中，发现其主要存在：定位不准确、信贷结构不合理、审批标准不一致、员工未尽职调查等4个问题，造成这些问题的原因主要是内外6个因素：第一，管理人员缺乏市场经验；第二，信贷风险管理制度不完善；第三，信贷风险预警系统不发达；第四，员工专业度匮乏；第五，信息不对称；第六，监管滞后。<br>最后，根据Z城商行自身存在的问题提出相应的策略：一是明晰市场定位，谋划长期发展；二是完善内部管理，严防风险漏洞；三是增加技术壁垒，建设风险防火墙；四是加强管理，提升员工素质；五是加大违规惩罚力度；六是加强清收，降低不良率。 通过以上六大措施，以期为Z城商行降低不良率，提升信贷资产质量，及其公司业务的健康、持续、稳定发展提供帮助。

In addition, the novel coronavirus pneumonia, which swept the world in 2020, caused enterprises to stop production and stop production, and the global economic growth slowed down. Once the banks' bad assets were increased, credit risk management seemed to be important.<br>This paper takes Z City Commercial Bank in transition as an example, through field visit and relevant data, to investigate and understand the basic situation of Z City Commercial Bank, the manifestation of corporate business credit risk and the current management method. During the field investigation and understanding, it is found that there are four problems: inaccurate positioning, unreasonable credit structure, inconsistent approval standards, and staff due diligence. The main reasons for these problems are: first, the lack of market experience for management; second, the imperfect credit risk management system; third, the credit risk warning system is underdeveloped Fourthly, the staff lack of professionalism; fifth, information asymmetry; sixth, the supervision lags behind.<br>Finally, according to the problems existing in Z City Commercial Bank, the corresponding strategies are put forward: first, to clarify market positioning and plan for long-term development; secondly, to improve internal management and strictly prevent risk loopholes; third, to increase technical barriers and build risk firewall; fourth, to strengthen management and improve staff quality; fifth, to increase punishment for violation of laws; sixth, to strengthen the collection and reduce the rate of bad. Through the above six measures, the bank aims to help Z City Commercial Bank reduce the non-performing rate, improve the quality of credit assets and the healthy, sustainable and stable development of its business.<br>